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The ProblemFlowers wanted to improve its performance on the 28 quality measures that are featured on the Hospital Compare Web site. The hospital's CEO, Keith Granger, made it an organizational goal to get performance 'as close to perfection as we can get.'The Solution
The Problem
In 2004, Faxton Hospital and St. Luke's-Memorial Hospital merged. The leaders of the new system were concerned about integrating the clinical cultures of two formerly independent hospitals while improving staff morale. That year, only 2 percent of respondents to the company's employee…
The ProblemAlthough Fairfield Medical Center had a fairly low rate of pressure ulcers, officials believed the incidence could be reduced further to improve patient care and prepare for Medicare's decision to stop reimbursing for hospital-acquired Stage III and IV pressure ulcers as of October…
The content of this best-practices guide, and the process by which it was assembled, are emblematic of how NAHIT works. Bringing the knowledge, experience and vision of our members and other health care leaders to the forefront, this guide represents the real-world and best practices of a wide…
The Problem When the performance improvement team began to take stock of the situation in Advocate South Suburban's ED, they found some dismal metrics. Patients waited more than six hours for treatment, with nearly six percent leaving without treatment. Additionally, patient satisfaction…
The Problem Incorrect patient identification through the registration process increases the potential for patient harm in the short term, with long-term downstream effects that include increased financial liability, diminished reputation and decreased physician loyalty and associate satisfaction.
Updated on July 22, 2016
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